There was a time when commercial real estate (CRE) marketing strategies focused very narrowly on marketing a property and selling to a buyer or tenant. Today, nothing is so simple, and it takes a truly creative and comprehensive range of expertise to make a deal happen.

For most privately held companies, the CEO's personal vision and leadership is traditionally the core driver for every aspect of the operation. Without a visionary person at the core, most businesses will struggle to scale and achieve their growth potential. But what if new changes or directions are required, or the traditional leadership model isn't working?

Award-winning social media expert and business innovator Gary Vaynerchuk is a household name among CEOs following cutting-edge concepts around developing businesses for the future. He also doesn't mince words when it comes to his personal preference for a level of commitment and intensity that seemingly knows no bounds (he's been known to write replies to emails as late as 3:00 AM, and engage in relentless social media updates with every lingering moment).

Two years ago, the Office Business Center Association International (OBCAI), the leading trade association for serviced office workspace operators, renamed itself the Global Workspace Association (GWA). This change was intended to accomplish more than just a brand refresh -- it represented a dramatic change taking place in the industry as a whole.

Like many professional service firms, companies in the A/E/C (Architecture, Engineering & Construction) space have traditionally grown and expanded through the direct outreach and relationships of the founding CEO, coupled with consistent delivery on the work to be performed. This combination of reputation and relationships is, of course, essential to the credibility of any firm in the space. However, it is no longer sufficient as a business growth strategy.

For many business owners, discussing their exit strategy for the company is as personally exciting as talking about death and taxes. Something about the term 'exit' seems to emphasize finality, and in some senses, fear. In addition, most CEOs are so busy running and growing their company that the idea of focusing energy on a future 'exit' feels like a non-urgent priority…for now.

What does it take to grow a business-to-business (B2B) company today, and how do you successfully achieve your business goals? For a CEO, this question hits at the heart of your future as a business owner. What you want for your business has a great deal to do with what you want for your life -- in terms of accomplishment, financial reward, retirement, the ability to exit at a certain level, and the vision of your overall legacy as a leader.